CALIFORNIA ECONOMIC SUMMIT ROADMAP

Transcription

1 CALIFORNIA ECONOMIC SUMMIT ROADMAP The Roadmap to Shared Prosperity

2 RESTORING UPWARD MOBILITY: A NEW FOCUS IN A NEW ERA With the country deeply divided over issues of national politics, California finds itself a deep blue state in an increasingly red nation. But while most Californians cast their ballots differently than voters in Middle America, the same economic hardship motivating people there can be found in all of California s regions. While job growth is steady, so too are concerns about rising income inequality and stubbornly high levels of poverty. For millions of Californians of every age and race and gender, the future is clouded by economic uncertainty, rising costs (especially for housing), and fading hopes for upward mobility. These issues and the consequences for the millions of people struggling with them have always been the urgent, driving force behind the California Economic Summit. For the last five years, the Summit partnership of public, private, and civic leaders has defined and pursued an ambitious agenda for restoring economic opportunity one that is neither blue nor red. The Roadmap to Shared Prosperity outlines a non-partisan, inclusive path toward sustainable growth that is right for California and that may now be a model for the rest of the nation. Grounded in distinct regional perspectives, the Summit has rallied leaders of every political stripe around solutions that meet the high standard of a triple bottom line simultaneously growing the economy, improving environmental quality, and increasing opportunity for all. Over the last year, the Summit has advanced this work through its One Million Challenges, three ambitious goals that seek to prepare Californians for higher-wage jobs, increase housing affordability, and encourage infrastructure investment. The 2016 presidential election season brought widespread economic dissatisfaction into stark relief and reaffirmed the Summit s commitment to its priorities and values. That is why California Forward and its partners in the California Stewardship Network have spent much of the last year probing deeper into the drivers of persistent poverty and stifled mobility to gauge the Roadmap s effectiveness and to understand how it could be bolstered to provide more lasting, more comprehensive solutions. The Summit s analysis scrutinized the drivers of poverty and offered one startling conclusion: CALIFORNIA S AT-RISK POPULATION IS BIGGER THAN IT APPEARS More Californians live in poverty than any other state 8.1 million people, or 22 percent of the population. But there is an equally large group (3.1 million people) living just above the poverty line who rely on income supports to keep their households functioning and who are one lost job or health issue away from poverty. An additional 6.8 million people are considered economically fragile, living in households earning below their area s median income (which varies by region, from $43,000 a year in the San Joaquin Valley to $64,000 in the Bay Area). According to a new Real Cost Measure developed in 2015 by the United Way, nearly one in three Californians struggle to meet basic needs, rent, food, and health care. This expanding economic vulnerability is severely hampering upward mobility. According to new research presented by Stanford economist Raj Chetty at the 2016 California Economic Summit in Sacramento, 92 percent of Americans born in 1940 earned more than their parents. But only half of today s young workers can expect to do better than the generation before them. MILLIONS OF CALIFORNIANS REMAIN ECONOMICALLY VULNERABLE 2.2m Deep Poverty 8.1m in poverty 5.9m Poverty 3.1m Reliant on Safety Net 9.9m at risk 6.8m Economically Fragile Data source: Poverty Measure from Stanford/PPIC data; Middle income from HUD and analysis. 2

3 REGIONAL MOBILITY STRATEGIES, TAILORED STATE ACTION What is causing this economic vulnerability? The Summit s analysis explored three major drivers behind these numbers: 1 RISING LIVING COSTS ARE OUTPACING WAGES Housing, electricity, and fuel costs are making it hard for California families to make ends meet. Rising rents and home prices aren t limited to coastal areas: Low-income families especially people of color are cost-burdened by housing in nearly every county. A recent McKinsey study found that nearly half of California households struggle to buy or rent a home in their community, and as much as $140 billion in economic activity is being lost each year due to the high cost of housing alone. THERE IS A GROWING MISMATCH BETWEEN 2 SKILLS AND AVAILABLE WORK In many regions, workers lack the skills to qualify for available jobs, from health care to manufacturing. To meet labor market demand, California will need to produce an additional one million more graduates with bachelor s degrees and one million more workers with middleskilled credentials over the next 10 years. This skills gap is especially stark in regions like the Inland Empire, where Latinos make up half the population and 20 percent of the jobs require a bachelor s degree but where less than one in ten Latino adults have graduated from college. CALIFORNIA ALSO DOESN T HAVE 3 ENOUGH WELL-PAYING JOBS Despite its growing economy, California doesn t have enough good jobs to keep families out of poverty. If the state s goal was to ensure every household has access to at least one job paying wages above the poverty line, California would still have a deficit of 1.6 million jobs. HOW THE SUMMIT CAN HELP AND WHAT S NEXT IN 2017? The Summit Roadmap outlines a plan for taking on some of these challenges. But achieving these goals will require a more concerted effort, especially because the Summit analysis identifies another layer of complexity well known to many Californians: The major drivers of stagnating mobility are different in every region and will require different solutions. In the Bay Area, for example, rising housing costs are impacting upward mobility far more than job availability. In the northern counties, the primary issue is lack of living wage jobs. In the San Joaquin Valley, skills gaps are the most critical factor. In much of Los Angeles and the Inland Empire, all three factors are significant contributors to stubbornly high poverty levels. To be effective, state policies focused on poverty and upward mobility will need to accommodate for these regional differences. This was a major theme of the 2016 California Economic Summit in Sacramento and remains the primary focus of the Summit s work. In the year ahead, the Summit will continue to support regional mobility strategies, while also working with state leaders to ensure poverty reduction and sustainable growth efforts are tailored to the diversity of California s regional needs. 3

4 THE ONE MILLION CHALLENGES: AN OVERVIEW In the 2017 Roadmap to Shared Prosperity, the California Economic Summit outlines three major goals for advancing broadly shared and sustainable growth in every region. These One Million Challenges, first introduced last year, build on the Summit s past successes and focus the Summit network on helping more Californians get the skills they need, housing they can afford, and reliable access to clean water supplies. These three ten-year goals continue to be the centerpiece of the Summit s work: ONE MILLION MORE SKILLED WORKERS SUMMIT PROGRESS To restore upward mobility and meet employers needs, California needs one million more graduates with bachelor s degrees and one million more workers with middle-skilled credentials over the next 10 years.* While millions of Californians struggle to make ends meet in low-wage jobs, industries from health care to manufacturing still can t find the skilled workers they need. The Summit has set a goal of closing this looming skills gap by better connecting training programs with each other and with regional labor markets. In 2016, the Summit led a coalition that supported the creation of a new $200 million Strong Workforce Program for promoting career technical education. This new program, one of the top priorities of the California Community Colleges 2015 Strong Workforce Task Force, will provide additional funding to community colleges that improve training programs by collaborating with regional industry and civic leaders. ONE MILLION MORE HOMES SUMMIT PROGRESS With supply falling far below demand and with half of Californians now unable to rent or buy a home in their communities California needs to build one million more homes in the next 10 years. ** California has built housing on this scale before, but communities today struggle with numerous obstacles from fiscal disincentives and lengthy approval processes to community opposition that makes it difficult to say yes to new housing. In 2017, the Summit will advance an all of the above solution to increase affordability by offering incentives to communities that expand their supply of housing near jobs and transit. The Summit hosted a series of stakeholder convenings in 2016 to identify the most impactful, politically viable elements of an all of the above solution. Brought together by the Summit, a coalition of builders, housing advocates, equity groups, environmentalists, and local government leaders have contributed to a policy framework that will be brought to the Administration and Legislature in ONE MILLION MORE ACRE-FEET OF WATER SUMMIT PROGRESS Californians continue to use more water each year than the state s infrastructure can sustainably provide. To create a reliable and environmentally-sound water supply for residents, businesses, and farms California needs to conserve, capture, and re-use one million more acre-feet of water each year for a decade. *** To address this challenge, the Summit is helping state and regional leaders accelerate progress toward integrated water projects within watersheds that capture stormwater and replenish groundwater, improve efficiency and reuse, and reduce flooding and water pollution. After playing an integral role in developing the next generation of local infrastructure financing tools, the Summit is working with regional water leaders in 2017 to better connect land use planning and water management and to allow more communities to govern, pay for, and manage local water projects. * Source: California Community Colleges Task Force on Workforce, Job Creation, and a Strong Economy, 2015 ** Source: How California s Housing Market Is Failing to Meeting the Needs of Low-Income Families, California Housing Partnership Corporation, 2014 *** Source: California Water Plan, Update

5 LINKING LEADERS AND SOLUTIONS: HOW TO GET THERE The Summit s work on these challenges is well underway, with wins in 2016 including new state investments in workforce training, a successful push to refocus state housing policy on both low-income households and expanding overall supply, and growing awareness of the potential of new approaches to water governance and financing. Continuing this work in 2017 are action teams of more than 700 experts and practitioners from business, government, equity, and environmental groups making the Summit one of the largest coalitions in the state of leaders committed to sustainable growth and the triple bottom line ACTION PLANERS With the new Strong Workforce Program in place along with investments in linked learning, career pathways, and adult education the Summit will focus on forging these programs into coherent community and regional systems. This effort will include the following: 1. Develop employer engagement model and encourage adoption: The Summit will assemble a model for institutions and employers to collaborate on policy, program and budget choices. 2. Raise awareness about pathways: The Summit will work with regional partners to leverage tools that expand awareness of pathway programs into in-demand careers. 3. Improve coordination between institutions, employers: Summit partners will work with the public and private sectors to better align institutions with student and labor market needs ACTION PLAN The Summit framework includes two categories: A set of fiscal incentives for jurisdictions that approve housing and increased accountability for communities not building adequate housing. The Summit will support efforts to do the following in 2017: 1. Connect fiscal incentives to state and local actions that increase affordability: The Summit has identified a set of incentives that could be offered to jurisdictions that approve new housing close to jobs and transit, to state and local programs that increase housing supplies, and to jurisdictions that change local regulations to reduce housing costs and accelerate development. 2. Increase accountability for adequate housing: The Summit will support efforts to strengthen existing housing laws, while increasing enforcement for jurisdictions that are not approving adequate affordable and market-rate housing ACTION PLAN The Summit will help water management innovators overcome three major historical challenges, focusing on the following: 1. Identify governance options to support integrated and watershed-scale solutions: The Summit will support regional efforts to better align resource planning and change state practices to accelerate these changes. 2. Identify funding and financing options to support watershed solutions: The Summit will work with water managers, business leaders, and civic organizations to promote new ways to pay for water infrastructure and watershed management. 3. Support regulatory innovations to enhance sustainable water management: The Summit will work with state and regional leaders to reduce barriers to sustainable water management. 5

6 ONE MILLION MORE SKILLED WORKERS To restore upward mobility and meet employers needs, California needs to produce one million more graduates with bachelor s degrees and one million more workers with middle-skilled credentials over the next 10 years. New investments in workforce development programs have received strong bipartisan support as a primary and unifying strategy for reducing poverty and restoring upward mobility. But California its economic regions, industry clusters, and educational and training institutions has a long way to go to achieve an adequate, integrated, and efficient system that serves students, recalibrates workers, and supports employers. Expectations for what can be accomplished are raised by what has been accomplished. A new Strong Workforce Program requires community colleges to rely on labor market data, plan regionally, and consult with employers and civic leaders to determine new Career Technical Education (CTE) programs. The state and local workforce investment boards and the Adult Education Block Grants are aligned with the colleges on metrics and crafting new partnerships with employers. Guided pathway efforts to create linked learning through CTE Incentive Grants and California Career Pathway Trust funds are expanding pipelines from the K-12 system. And the Awards for Innovation in Higher Education spotlight how collaboration among institutions can reduce a student s time to completion. These initiatives must now be forged into coherent community and regional systems uniformly informed by data, strengthened by efficient relationships with employers, and held accountable for performance by government, business, and civic stewards. The Summit s efforts in 2016 identified some specific ways to further encourage and support regional coherence and state alignment. Maturing these systems will be a powerful lever to increasing earning power and economic resiliency giving all Californians a chance to succeed in dynamic workplaces that have left many behind. To be successful, this effort must be tailored to each of the state s diverse economic regions. THE VALUE: IMPROVING THE WORKFORCE TRAINING PIPELINE The Summit will be successful when: More workers are developing the skills they need to earn a livable wage Employers can work more easily with institutions to produce the skilled employees they require Businesses spend fewer resources searching for and training workers Training programs adapt more quickly to meet new demands for specific skills New marketplaces are created for partnerships between institutions and employers through contract education 6

7 AN ACTION PLAN FOR DEVELOP EMPLOYER ENGAGEMENT MODEL AND ENCOURAGE ADOPTION The Summit will assemble a model for efficient and effective networking of institutions and employers to drive transparent and data-informed policy, program, and budget choices. Effective engagement is key to continuous improvement and cultivating political support for workforce pipelines. This work will include: Assemble a model based on proven practices that taken together provide comprehensive connectivity on issues of supply and demand, curriculum, workplace alignment, and feedback for continuous improvement. Create a model that is flexible and easily accessible to employers, backed by data metrics, and supported by strong regional workforce partners and civic leaders. Work with regional stewards to encourage adaptation of the model and to inform and assess progress. Assess the utility and efficiency of the model with business associations and major employers. Host consultations to help business leaders, civic leaders, workforce, and education leaders understand the need for and value of effective employer engagement. 2 RAISE AWARENESS ABOUT PATHWAYS AND EXPAND STUDENT ACCESS The Summit will work with regional public and private partners to leverage tools where students can assess their interests and abilities and understand options for indemand careers so they can make smart choices on how to acquire those skills, experiences, and relationships. Generate awareness for CTE stars (programs with proven workforce outcomes) and CTE rising stars (programs in emergent areas without enough time to show proven outcomes). Share online tools in use by regions so students, teachers/faculty, and counselors in secondary and postsecondary institutions can efficiently access information (e.g. Salary Surfer, From Here to Career mobile app, Career Coach, Get Focused Stay Focused) 3 IMPROVE COORDINATION BETWEEN INSTITUTIONS, EMPLOYERS Summit partners will work alongside institutions and employers to improve communication and coordination and to align institutions with the needs of students and regional labor markets. Better coordination can increase the reliability of financial resources and recession-proof essential programs. Identify best practices used in other states or regions informed by the needs of regional economies to improve alignment among colleges. Showcase data and analytics to improve the alignment of curricula and programs between K-12, community college, and university-level education. Spotlight successes in partner events to encourage innovation, and communicate the value of effective employer engagement. LINKING LEADERS AND SOLUTIONS Some of the workforce training innovators involved in the Summit: Gustavo Herrera, Young Invincibles Michael Kirst, California State Board of Education Cathy Martin, California Hospitals Association Rebecca Miller, SEIU-UHW Janet Napolitano, Univ. of California President Eloy Ortiz Oakley, CA State University Chancellor (incoming) Alma Salazar, LA Area Chamber of Commerce Van Ton-Quinlivan, California Community College Chancellor s Office Timothy P. White, CA State University Chancellor Increase access to work-based learning, paid internships, and work experience opportunities within the student journey. The Summit has identified the key to success: the need to tailor this effort to each of the state s economic regions. -CECILIA ESTOLANO, BOARD OF GOVERNORS OF THE CALIFORNIA COMMUNITY COLLEGE 7

8 ONE MILLION MORE HOMES With supply falling far below demand, California needs to build one million more homes for low- and middle-income Californians in the next 10 years. With half of California households now struggling to rent or buy a home in their communities and with an estimated $140 billion in economic activity being lost each year to the high cost of housing the Summit has spent the year working to build a coalition that can increase the supply, and reduce the price, of the homes California s growing population needs to prosper.* This effort has focused on promoting an all of the above solution to the state s housing crisis, expanding resources for subsidized affordable housing, while also increasing production of market-rate housing near jobs and transit. After hosting a series of convenings with housing stakeholders in 2016, the Summit has identified the major elements of a policy framework on the scale needed to address California s housing shortage. The Summit will share these ideas with the Administration and work with a coalition of builders, housing advocates, equity groups, environmentalists, and local government leaders to move them into the Legislature in THE VALUE: INCREASING THE SUPPLY OF HOUSING NEAR TRANSIT AND JOBS The Summit will be successful when: Housing affordability improves for all Californians More housing is built near jobs and transit, reducing traffic and achieving state climate goals More low-income households have a safe place to call home Infrastructure costs are reduced through expanded use of new financing tools LINKING LEADERS AND SOLUTIONS Some of the organizations that participated in the Summit s 2016 housing convenings: Bay Area Council California Building Industry Association California Department of Finance California Department of Housing & Community Development California Housing Consortium California Housing Finance Agency California Housing Partnership Corporation California League of Cities California League of Conservation Voters California State Association of Counties California Tax Credit Allocation Committee California Urban Partnership East Bay Leadership Council Housing California Kennedy Commission Monterey Bay Economic Partnership Natural Resources Defense Council Northern California Carpenters Regional Council The Nature Conservancy The Pacific Companies Planning & Conservation League Rural County Representatives of California Sacramento Area Council of Governments San Diego Housing Commission San Francisco Council on Community Housing Organizations Silicon Valley Leadership Group Southern California Association of Governments SPUR The Two Hundred USA Properties Western Center on Law & Poverty * SOURCE: A Toolkit to Close California s Housing Gap: 3.5 Million Homes by 2025, McKinsey Global Institute,

9 AN ACTION PLAN FOR 2017 The Summit will support efforts to promote these major elements of an all of the above housing package: Fiscal incentives to encourage all types of housing near jobs and transit + Increased accountability to ensure jurisdictions support adequate housing development Identify funding: To fund three types of incentives outlined below, a combination of new and existing revenue streams will be needed. These include the following, among other options: A new permanent revenue source for housing (e.g. document recording fee proposed in SB 2, Atkins) Additional existing state resources (e.g. General Fund, cap & trade, tax credits, etc.) A new General Obligation bond for housing 1 Production incentives for eligible projects, RHNA progress The state should tap a portion of new revenue to provide a set of fiscal incentives (including funding for housingrelated infrastructure) to local agencies that approve new housing. These incentives should be offered to jurisdictions that: Approve certain types of eligible projects (e.g. infill development with a percentage of below-market units and anti-displacement provisions) Qualify as High- Performing by making progress toward overall Regional Housing Needs Allocation (RHNA) targets Program investments that promote affordability The state should fund successful state and local programs that promote affordability and increase housing supply, especially for low-income households. These should include: A new General Obligation bond, with a portion of funding targeted at infrastructure associated with infill affordable housing Investments in successful state housing programs (e.g. HCD Multifamily Housing Program) Expansion of state lowincome housing tax credits Other programs that support the homeless and increase access to rental housing and homeownership opportunities for lowerincome and working families Strengthen planning and 4 regulatory statutes: 5 The state should strengthen existing laws and enforcement to increase compliance for all types of housing. This includes, for example: Enforce existing no net-loss requirements and strengthen to include affordability Establish mechanisms to enforce all existing affordable housing laws (density bonus, least cost housing, housing element law, etc.) Other statutory changes 2 3 Regulatory incentives that reduce housing costs and accelerate development The state should offer incentives to jurisdictions that change local regulations to reduce costs and accelerate all types of housing development. Examples include: Accelerated land use approvals (e.g. avoiding lengthy CEQA delays, form-based zoning, etc.) State match for jurisdictions that create local Housing Trust Funds State match for communities that reduce or cap impact fees for housing-related infrastructure Grants for General Plan, zoning updates (e.g. reduced parking requirements) Cost cutting measures could be paired with a set of best land use practices for protecting residents, with tiered incentives provided to jurisdictions that adopt more of them. Examples include: Anti-displacement provisions Inclusionary housing thresholds Prevailing wage elements Improve approval and permitting rules, increase enforcement: The state should also strengthen accountability for jurisdictions that fail to approve or permit adequate affordable and market-rate housing. Housing Accountability Act: The Attorney General should increase enforcement of existing law. The law should also be strengthened. State appeals board: The state should consider creating a new administrative appeals board empowered to resolve conflicts when local agencies deny projects. Accelerated approvals: Some form of streamlined approval could be required for jurisdictions that disapprove housing consistent with local plans. 9

10 ONE MILLION MORE ACRE-FEET OF WATER To create a sustainable and environmentally sound water supply and to provide more reliable sources of water to residents and businesses alike California needs to conserve, capture, and reuse one million more acre-feet of water each year for a decade. During the first decade of this century, Californians used more water than the state s water systems could capture creating an enormous, often overlooked, water deficit. Over those 10 years, farms and cities drew nearly 10 million acre-feet a year more from reservoirs and aquifers than was replenished by nature. That adds up to about onequarter of the total water diverted statewide for human use. Since then, five years of drought have exacerbated the problem to crisis levels and finally raised awareness that Californians must act boldly to secure the state s water future. California has always needed to manage water from winter to summer, from mountains to coast, from north to south, from dry years to wet. But climate change, economic growth, aging infrastructure, and stressed ecosystems require new and smarter strategies. To bring California s water systems back into balance, California must find ways to conserve, reuse, or capture one million more acre-feet of water each year for a decade. The Summit is committed to meeting this challenge by developing and supporting innovative approaches to managing water in ways that advance the triple bottom line. In 2014 and 2015, the Infrastructure, Working Landscapes, and Regulations Action Teams worked together to create and implement new Enhanced Infrastructure Financing Districts to pay for water projects, integrate regional resource planning tools, and promote data technology to enable smarter project planning. In 2016, the Summit worked with regions to identify potential pilot projects and hosted a statewide convening on how to better integrate water and land use planning. The California Water Plan acknowledges the need for these efforts highlighting the importance of integrated watershed management and better alignment among government agencies to accelerate projects that solve more than one problem and increase sustainability. With the Summit s help, this is beginning to happen today in nearly every region, as innovators explore how to better integrate projects and overcome historical challenges related to governance, finance, and regulations. Over the last decade, Californians have used 10 million more acre-feet of water each year than its water systems capture. THE VALUE: ACCELERATING REGIONAL AND STATEWIDE WATER SUSTAINABILITY The Summit will be successful when: California s water supply is more reliable, for people, farms, businesses, and the environment Demand on the Delta is reduced Water quality improves, especially for communities with limited access to clean water 10

11 AN ACTION PLAN FOR 2017 IDENTIFY GOVERNANCE OPTIONS TO 1 SUPPORT INTEGRATED AND WATERSHED- SCALE SOLUTIONS The Summit will seek partners and funding to facilitate alignment of resource planning across watersheds and identify changes in state policies or practices that can enable or accelerate these evolutions. Many regions have already begun this work (through joint power authorities, special districts, or newly forming groundwater sustainable agencies), but existing governance systems are not always structured for collaboration. To accelerate innovation, the Summit will support regional water leaders interested in assessing the effectiveness of their governance structures and evolving to better manage integrated projects. Other local government, civic, and business leaders need to be involved in these assessments to creatively and courageously develop and enact the right governance solutions. IDENTIFY FUNDING AND FINANCING OPTIONS 2 TO SUPPORT WATERSHED SOLUTIONS The Summit will seek funding and partners to work with water managers, business leaders, and civic organizations to identify funding streams and financing models necessary to pay for integrated and watershed-scale management solutions. These new funding models should include rate structures that ensure the financial sustainability of water agencies as per-customer water use declines. They should also encourage and reward (rather than punish) customers who reduce consumption and reuse water. Another element should involve incentives for the use of Enhanced Infrastructure Financing Districts to leverage local public and private investment in water management and ecosystem restoration. A final element is the potential to pilot ecosystem services as a way to link investment with the long-term value creation of sustainably managed landscapes. LINKING LEADERS AND SOLUTIONS Some of the water policy innovators involved in the Summit: Celeste Cantú, Santa Ana Watershed Project Authority; former director, State Water Resources Control Board Judy Corbett, Local Government Commission (retired) Wade Crowfoot, California Water Foundation Martha Davis, Inland Empire Utilities Agency James Gore, Sonoma County Board of Supervisors Kamyar Guivetchi, California Department of Water Resources Glenda Humiston, University of California Division of Agriculture and Natural Resources A.G. Kawamura, former California Secretary of Agriculture; Solutions from the Land Frances Spivey-Weber, State Water Resources Control Board Kerri Timmer, Sierra Business Council Jay Ziegler, The Nature Conservancy SUPPORT REGULATORY INNOVATIONS TO 3 ENHANCE SUSTAINABLE WATER MANAGEMENT The cost and complexity of today s regulatory framework with several government agencies regulating each other is preventing innovative and risk-taking leaders from developing management strategies that resolve the issues targeted by the regulations in the first place, including negative impacts on wildlife, unhealthy water quality, and unsustainable consumption trends. The Summit will seek funding and partners to work with regional and state leaders willing to identify regulatory barriers to sustainable water management and to develop pilot approaches to more efficiently accomplish the purpose of the regulations. 11

12 SUMMIT LEADERS AND PARTNERS Leadership HONORARY CHAIRS GEORGE SHULTZ Hoover Institution, Stanford University LEON PANETTA The Panetta Institute for Public Policy DIANNE FEINSTEIN U.S. Senator SUMMIT CO-CHAIRS GAVIN NEWSOM Lieutenant Governor of California JANET NAPOLITANO University of California TIMOTHY P. WHITE California State University ELOY ORTIZ OAKLEY California Community Colleges ASHLEY BOREN Sustainable Conservation DAVE REGAN SEIU-United Healthcare Workers West ASHLEY SWEARENGIN Central Valley Community Foundation ANTONIA HERNANDEZ California Community Foundation JAMES GORE California State Association of Counties LAURA TYSON UC Berkeley Action Team Leads More than 700 experts and practitioners are working through the Summit on action teams committed to the triple bottom line. In 2017, these teams and their leaders are supporting efforts to meet the One Million Challenges: INFRASTRUCTURE MARK PISANO USC Sol Price School of Public Policy SEAN RANDOLPH Bay Area Council Economic Institute SUNNE WRIGHT MCPEAK California Emerging Technology Fund STEVE WESTLY CA State Controller (former) The Westly Group SUMMIT STEERING COMMITTEE BILL ALLEN Los Angeles County EDC BUD COLLIGAN Monterey Bay Economic Partnership KRISTIN CONNELLY East Bay Leadership Council CATHY CRESWELL Creswell Consulting LISA DOWNEY Morgan Family Foundation HEIDI HILL DRUM Tahoe Prosperity Center LUCY DUNN Orange County Business Council JIM GOLLUB Gollub and Associates PAUL GRANILLO Inland Empire Economic Partnership CARL GUARDINO Silicon Valley Leadership Group JENNIFER HERNANDEZ Holland & Knight GLENDA HUMISTON UC Agriculture and Natural Resources CAPITAL GREG WENDT Stakeholders Capital SETH WILSON Cutting Edge Capital JIM GOLLUB Gollub and Associates WORKING LANDSCAPES GLENDA HUMISTON UC Agriculture and Natural Resources A.G. KAWAMURA Solutions from the Land HOUSING CATHY CRESWELL Creswell Consulting RAY PEARL California Housing Consortium JENNIFER LESAR LeSar Development Consultants LAURIE MADIGAN Madigan Consulting KATE MEIS Local Government Commission LENNY MENDONCA McKinsey & Company (emeritus) KATHLEEN MOXON Redwood Coast Rural Action BILL MUELLER Valley Vision (Sacramento) CYNTHIA MURRAY North Bay Leadership Council DEBORAH NANKIVELL Fresno Business Council PETE PETERSON Pepperdine University MARK PISANO USC Sol Price School of Public Policy SEAN RANDOLPH Bay Area Council Economic Institute ALMA SALAZAR Los Angeles Area Chamber of Commerce BRUCE STENSLIE Economic Development Collaborative Ventura County DUF SUNDHEIM GPS Mediation VAN TON-QUINLIVAN California Community Colleges, Chancellor s Office GREG WENDT Stakeholders Capital WORKFORCE ALMA SALAZAR Los Angeles Area Chamber of Commerce VAN TON-QUINLIVAN California Community Colleges, Chancellor s Office ADVANCING MANUFACTURING CHRIS HARRINGTON Orange County Business Council MATT BOGOSHIAN REV Thank you to our Sponsors CURRENT Association of Independent California Colleges and Universities Automobile Club of Southern California California Emerging Technology Fund California State University Doing What Matters for Jobs and the Economy (CA Community Colleges) EAH Housing Eden Housing Half Moon Bay Brewing Co. James Irvine Foundation JPMorgan Chase Monterey Bay Economic Partnership The Nature Conservancy The Pacific Companies Pacific Gas & Electric Company San Diego Gas & Electric SoCal Gas University of California Division of Agricultural and Natural Resources USA Properties Fund US Bank PAST AT&T Bank of America Chevron Edison International Southern California Association of Governments Wells Fargo Summit Partners Facebook.com/CAeconomy CONTACT info@caeconomy.org th St., Suite 650 Sacramento, CA 95814